A handbook of human resource management practice:
Gespeichert in:
| Vorheriger Titel: | Armstrong, Michael A handbook of personnel management practice |
|---|---|
| 1. Verfasser: | |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Kogan Page
2006
|
| Ausgabe: | 10. ed. |
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. [911]-951) and indexes |
| Beschreibung: | XXVI, 979 S. graph. Darst. |
| ISBN: | 0749446315 |
Internformat
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| 246 | 1 | 3 | |a Human resource management practice |
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Datensatz im Suchindex
| _version_ | 1804135353524682752 |
|---|---|
| adam_text | Contents
List of figures xvii
List of tables Xxi
About the author Xxiii
Preface x.vr
PART I MANAGING PEOPLE
1 Human resource management 3
Human resource management defined 3; Human resource system 4;
Models of HRM 5; Aims of HRM 8; Policy goals of HRM 10;
Characteristics of HRM 11; Reservations about HRM 15; HRM and
personnel management 18; How HR impacts on organizational
performance 20; HRM in context 24
2 Human capital management 29
Human capital management defined 29; 1 luman capital management
and human resource management 30; The concept of human capital 33;
Human capital management: practice and strategy 36; Human capital
measurement 37; Human capital reporting 47
3 Role of the HR function 53
The overall role of the HR function 54; The role of HR in facilitating and
managing change 54; Variations in the practice of HR 56; Organizing the
HR function 57; Marketing the HR function 59; Preparing, justifying and
protecting the HR budget 60; Outsourcing HR work 61; Shared HR
services 63; Using management consultants 64; Evaluating the HR
function 66
4 The role of the HR practitioner 71
The basic roles 71; Models of the practitioners of HR 76; Gaining support
and commitment 81; Ethical considerations 84; Professionalism in HRM
85; Ambiguities in the role of HR practitioners 87; Conflict in the HR
contribution 88; The competencies required by HR professionals 89
5 Role of the front-line manager 93
The basic role 93; The line manager and people management 94; The
respective roles of HR and line management 95; The line manager s role
in implementing HR policies 97; How to improve front-line managers as
people managers 98
6 International HRM 99
International HRM defined 99; Issues in international HRM 99;
International organizational models 100; Convergence and
divergence 101; Cultural diversity 102; Think globally and act
locally 104; International HR policies 104; Managing expatriates 104
PART II HUMAN RESOURCE MANAGEMENT PROCESSES
7 Strategic HRM 113
The concept of strategy 113; Strategic HRM defined 115; Aims of
strategic HRM 116; Approaches to strategic HRM 117; Implementing
strategic HRM 121
8 HR strategies 123
HR strategies defined 123; Purpose 124; The distinction between
strategic HRM and HR strategies 124; Types of HR strategies 124;
Criteria for an effective HR strategy 129
Contents vii
9 Developing and implementing HR strategies 131
Propositions about the development process 132; Levels of strategic
decision-making 132; Strategic options and choices 133; Approaches
to HR strategy development 134; Methodology for strategy
development 140; Conducting a strategic review 141; Setting out the
strategy 143; Implementing HR strategies 143
10 HRM policies 147
What human resource policies are 147; Why have HR policies 147; Do
policies need to be formalized? 148; HR policy areas 148; Formulating
HR policies 156; Implementing HR policies 157
11 Competency-based HRM 159
Types of competencies 160; Competency frameworks 161; Reasons for
using competencies 163; Coverage of competencies 164; Use of
competencies 165; Developing a competency framework 167; Defining
technical competencies 169; Keys to success in using competencies 169;
Emotional intelligence 170
12 Knowledge management 173
Knowledge management defined 174; The concept of knowledge 175;
The purpose and significance of knowledge management 176;
Approaches to knowledge management 176; Knowledge management
systems 178; Knowledge management issues 178; The contribution of
HR to knowledge management 180
13 Analysing roles, competencies and skills 181
Role analysis 187; Competency analysis 193; Skills analysis 198
PART III WORK AND EMPLOYMENT
14 The nature of work 205
What is work? 205; Theories about work 206; Organizational factors
affecting work 208; Changing patterns of work 210; Unemployment 212;
Attitudes to work 212; Job-related well-being 212
15 The employment relationship 215
The employment relationship defined 215; Nature of the employment
relationship 215; Basis of the employment relationship 217; Defining the
employment relationship 217; Significance of the employment
relationship concept 218; Changes in the employment relationship 218;
Managing the employment relationship 218; Trust and the employment
relationship 220
16 The psychological contract 225
The psychological contract defined 225; The significance of the
psychological contract 227; The nature of the psychological contract 228;
How psychological contracts develop 229; The changing nature of the
psychological contract 231; The state of the psychological contract 233;
Developing and maintaining a positive psychological contract 234; The
state of the psychological contract 2004 235
PART IV ORGANIZATIONAL BEHAVIOUR
17 Characteristics of people 239
Individual differences 239; Attitudes 244; Influences on behaviour
at work 244; Attribution theory - how we make judgements about
people 245; Orientation to work 246; Roles 247; Implications for HR
specialists 248
18 Motivation 251
The process of motivation 252; Types of motivation 253; Motivation
theory 254; Instrumentality theory 254; Content (needs) theory 255;
Process theory 258; Herzberg s two-factor model 262; The relationship
between motivation, job satisfaction and money 263; Job satisfaction 264;
Motivation and money 267; Motivation strategies 268
19 Organizational commitment and engagement 271
The concepts of commitment and engagement 271; Organizational
commitment 273; Influences on commitment and employee
satisfaction 279; Engagement 281
Contents ix
20 How organizations function 283
Basic considerations 283; Organization theories 283; Organization
structure 288; Types of organization 289; Organizational processes 292
21 Organizational culture 303
Definitions 303; The significance of culture 305; How organizational
culture develops 306; The diversity of culture 306; The components of
culture 307; Classifying organizational culture 309; Assessing
organizational culture 311; Measuring organizational climate 312;
Appropriate cultures 313; Supporting and changing cultures 314
PART V ORGANIZATION, DESIGN AND DEVELOPMENT
22 Organization design 319
The process of organizing 319; Aim 320; Conducting organization
reviews 321; Organization analysis 321; Organization diagnosis 322;
Organization planning 324; Responsibility for organization design 325
23 Job design and role development 327
Jobs and roles 327; Factors affecting job design 328; Job design 330; Job
enrichment 332; Self-managing teams 333; High-performance work
design 334; Role development 334
24 Organizational development, change and transformation 337
What is organizational development? 337; Organization
development 338; Change management 343; Organizational
transformation 352; Development and change processes 355
PART VI PEOPLE RESOURCING
People resourcing defined 359; People resourcing and HRM 359;
Plan 361
25 Human resource planning 363
The role of human resource planning 363; Aims of human resource
planning 368; The process of human resource planning 368; Resourcing
strategy 371; Scenario planning 372; Estimating future human resource
requirements 373; Labour turnover 375; Action planning 382; The
contribution of HR to human resource planning 388
26 Talent management 389
Talent management defined 390; The elements of talent
management 390; Creating a great place to work 394; Attraction
strategies 395; Retention strategies 397; Career management 399;
Talent management for knowledge workers 407; Talent management
in practice 407
27 Recruitment and selection 409
The recruitment and selection process 409; Defining requirements 409;
Attracting candidates 414; Advertising 416; E-recruitment 420;
Outsourcing recruitment 423; Educational and training
establishments 424; Application forms 425; Sifting applications 425;
Selection methods 429; Types of interviews 430; Assessment centres 430;
Graphology 431; Choice of selection methods 432; Improving the
effectiveness of recruitment and selection 432; References,
qualifications and offers 434; Final stages 436
28 Selection interviewing 439
Purpose 439; Advantages and disadvantages of interviews 440;
The nature of an interview 441; Interviewing arrangements 442;
Preparation 443; Timing 444; Planning and structuring interviews 444;
Interviewing approaches 445; Interview techniques - starting and
finishing 450; Interviewing techniques - asking questions 450; Selection
interviewing skills 457; Coming to a conclusion 458; Dos and don ts of
selection interviewing 459
29 Selection tests 461
Psychological tests: definition 461; Purpose of psychological tests 461;
Characteristics of a good test 462; Types of test 463; Interpreting test
results 467; Choosing tests 468; The use of tests in a selection
procedure 468
30 Introduction to the organization 471
Induction defined 471; Why taking care about induction is important 472;
Reception 473; Documentation 474; Company induction - initial
briefing 475; Introduction to the workplace 475; Formal induction
courses 476; On-the-job induction training 477
Contents xi
31 Release from the organization 479
General considerations 479; Redundancy 482; Outplacement 485;
Dismissal 487; Voluntary leavers 490; Retirement 490
PART VII PERFORMANCE MANAGEMENT
32 The basis of performance management 495
Performance management defined 495; Aims of performance
management 496; Characteristics of performance management 496;
Understanding performance management 497; Guiding principles of
performance management 499; Performance appraisal and performance
management 500; Views on performance management 500
33 The process of performance management 503
Performance management as a process 503; Performance management as
a cycle 503; Performance agreements 504; Managing performance
throughout the year 508; Reviewing performance 509; Rating
performance 512; Dealing with under-performers 515; Introducing
performance management 517
34 360-degree feedback 521
360-degree feedback defined 521; Use of 360-degree feedback 522;
Rationale for 360-degree feedback 523; 360-degree feedback -
methodology 524; Development and implementation 526; 360-degree
feedback - advantages and disadvantages 527; 360-degree feedback -
criteria for success 528
PART VIII HUMAN RESOURCE DEVELOPMENT
35 Strategic human resource development 533
Strategic HRD defined 533; Strategic HRD aims 534; Components of
HRD 534; HRD and HRM 535; The process of learning and
development 535; Strategies for HRD 536; Human resource development
philosophy 537
36 Organizational learning and the learning organization 539
Organizational learning 540; The learning organization 543
37 How people learn 549
Learning defined 549; The learning process 550; Learning theory 550;
Learning styles 552; Learning to learn 554; The learning curve 554; The
motivation to learn 555; The implications of learning theory and
concepts 556
38 Learning and development 559
Learning 559; Development 570; Training 575
39 E-learning 583
What is e-learning? 583; Aim of e-learning 584; The technology of
e-learning 584; The e-learning process 585; The business case for
e-learning 586; Developing e-learning processes 588
40 Management development 591
Aims of management development 592; Management development:
needs and priorities 592; The requirements, nature and elements of
management development 593; Management development activities 594;
Approaches to management development 596; Emotional intelligence
and leadership qualities 602; Responsibility for management
development 603
41 Formulating and implementing learning and development strategies 607
Making the business case 607; Developing a learning culture 609;
Identifying learning needs 610; Planning and implementing learning and
development programmes 612; Evaluation of learning 615
PART IX REWARDING PEOPLE
42 Reward management 623
Reward management defined 623; The aims of reward management 624;
The philosophy of reward management 624; The elements of reward
management 625; Total reward 629; Reward management for directors
and executives 634; Reward management for sales staff 636; Paying
manual workers 636
Contents xiii
43 Strategic reward 643
Reward strategy defined 643; Why have a reward strategy? 644; The
structure of reward strategy 644; The content of reward strategy 645;
Guiding principles 649; Developing reward strategy 649; Components of
an effective reward strategy 651; Reward strategy priorities 652;
Examples of reward strategies 653; Implementing reward strategy 656;
Reward strategy and line management capability 657
44 Job evaluation 659
Job evaluation defined 660; Analytical job evaluation 660; Non-analytical
job evaluation 664; The incidence of job evaluation 666; Computer-
assisted job evaluation 667; Criteria for choice 668; The case for and
against job evaluation 671; Designing a point-factor job evaluation
scheme 672; Conclusions 679
45 Market rate analysis 681
Purpose 681; The concept of the market rate 681; The information
required 682; Job matching 682; Presentation of data 683; Sources of
information 683
46 Grade and pay structures 689
Grade structure defined 689; Pay structure defined 690; Guiding
principles for grade and pay structures 690; Types of grade and pay
structure 691; Designing grade and pay structures 698
47 Contingent pay 707
Contingent pay defined 708; The incidence of contingent pay 708; The
nature of individual contingent pay 709; Individual contingent pay as a
motivator 709; Arguments for and against individual contingent pay 710;
Alternatives to individual contingent pay 712; Criteria for success 713;
Performance-related pay 713; Competence-related pay 714;
Contribution-related pay 716; Skill-based pay 718; Service-related
pay 720; Choice of approach 721; Readiness for individual contingent
pay 721; Developing and implementing individual contingent pay 724;
Team-based pay 724; Organization-wide schemes 725
48 Employee benefits, pensions and allowances 729
Employee benefits 729; Occupational pension schemes 731; Allowances
and other payments to employees 734
49 Managing reward systems 737
Reward budgets and forecasts 737; Evaluating the reward system 739-
Conducting pay reviews 740; Control 744; Reward procedures 745
Responsibility for reward 746; Communicating to employees 748
PART X EMPLOYEE RELATIONS
Employee relations defined 751; Plan 752
50 The framework of employee relations 753
The elements of employee relations 754; Industrial relations as
a system of rules 754; Types of regulations and rules 755; Collective
LTs^Q7? JhtT r^ ^ PlUraliSt Vi6WS 758; The ^conciliation of
d 5?TtHKM t C°UeCtiViSm 759; Vol-ta-m and its
dechne 759 The HRM approach to employee relations 761; The context
of mdutnal relations 762; Developments in industrial relations 763; The
SateO771 ° rdatiOnS ^ R°Ie °f ^ HR fonrtion in emPloy-
51 Employee relations processes
Emn!ovee I3! 0118 P1°HCieS ^ EmpI°yee relations s^te§-s 778; ^
Employee relations climate 779; Union recognition and
emXS 781; C°UeCtiVe barg3ining ™Se™ntS ^ ^formal
employee relations processes 788; Other features of the industrial
wS TT ^ Managing With trade ™^» 791; Manag nT
without trade unions 792 viaiwgmg
52 Negotiating and bargaining
Contents xv
53 Employee voice 807
The concept of employee voice 807; Involvement and participation 808;
Purposes of employee voice 808; The framework for employee voice 808;
Expression of employee voice 809; Factors affecting choice 810; Forms of
employee voice 810; Joint consultation 811; Attitude surveys 812;
Suggestion schemes 814; Planning for voice 815
54 Communications 817
Communication areas and objectives 819; Communications strategy 819;
Communication systems 821
PART XI HEALTH, SAFETY AND WELFARE
55 Health and safety 829
Managing health and safety at work 830; The importance of health
and safety in the workplace 830; Benefits of workplace health
and safety 831; Health and safety policies 832; Conducting risk
assessments 833; Health and safety audits 836; Safety inspections 838;
Occupational health programmes 838; Managing stress 839; Accident
prevention 841; Measuring health and safety performance 841;
Communicating the need for better health and safety practices 842;
Health and safety training 843; Organizing health and safety 843
56 Welfare services 845
Why provide welfare services? 845; What sort of welfare services? 847;
Individual services 848; Group welfare services 851; Provision of
employee welfare services 851; Internal counselling services 852;
Employee assistance programmes 852
PART XII EMPLOYMENT AND HRM SERVICES
57 Employment practices 857
Terms and conditions and contracts of employment 858; Mobility
clauses 860; Transfer practices 860; Promotion practices 861; Flexible
working 862; Attendance management 863; Equal opportunity 866;
Ethnic monitoring 867; Managing diversity 868; The Data
Protection Act 869; Sexual harassment 870; Smoking 872; Substance
abuse at work 873; Bullying 873; AIDS 874; E-mails 874; Work-life
balance 875
58 HRM procedures 879
Grievance procedure 880; Disciplinary procedure 881; Capability
procedure 883; Redundancy procedure 885
59 Computerized human resource information systems 889
Benefits of a computerized human resource information system 890;
HR information strategy 890; The functions of a computerized HR
system 891; The technical infrastructure 892; Rating of system
features 892; An effective system 893; Problems and how to deal with
them 894; Developing a computerized HR information system 895;
Applications 899; Auditing the system 906
Appendix: Example of an attitude survey 907
References 921
Subject index 953
Author index 977
List of figures
0.1 Route map xxvi
0.2 Relationship between aspects of people management 2
1.1 HRM activities 5
1.2 The Human Resource Cycle 6
1.3 The Harvard Framework for Human Resource Management 7
1.4 Model of the link between HRM and performance 23
2.1 The Sears Roebuck Model: Employee-Customer-Profit chain 41
2.2 The balanced scorecard 43
2.3 The EFQM model 44
2.4 Human capital external reporting framework 49
2.5 Human capital reporting dashboard for area managers: Nationwide 51
4.1 Types of personnel management 78
4.2 The changing role of the HR practitioner 79
9.1 Strategic review sequence 142
13.1 Example of a role profile 192
15.1 Dimensions of the employment relationship 216
16.1 A model of the psychological contract 230
18.1 The process of motivation 253
18.2 Motivation model 260
20.1 Channels of communication within groups 294
25.1 The process of human resource planning 370
List of tables
1.1 Similarities and differences between HRM and personnel management 19
1.2 Outcomes of research on the link between HR and organizational
performance 21
4.1 Competency framework for HR professionals 90
4.2 Key competency areas 91
9.1 Linking HR and competitive strategies 136
9.2 HRM best practices 137
11.1 Incidence of different competency headings 162
14.1 Feelings at work 213
16.1 Job satisfaction 235
18.1 Summary of motivation theories 256
18.2 Motivation strategies 269
19.1 The Hay Group model of engaged performance 282
25.1 Survival rate analysis 378
25.2 Leavers by length of service 380
32.1 Performance appraisal compared with performance management 501
37.1 The implications of learning theory and concepts 557
38.1 Characteristics of formal and informal learning 565
41.1 Use of learning activities 615
41.2 Use of evaluation tools 619
42.1 Economic theories explaining pay levels 626
42.2 Summary of payment and incentive arrangements for sales staff 637
42.3 Comparison of shopfloor payment-by-result schemes 639
43.1 Examples of reward strategies and their derivation 656
44.1 Comparison of approaches to job evaluation 669
45.1 Summary of sources of market data 686
46.1 Summary analysis of different grade and pay structures 699
47.1 Comparison of individual contingent pay schemes 722
50.1 Contrasting dimensions of industrial relations and HRM 761
54.1 Communication areas and objectives 820
59.1 Computer system problems and solutions 894
|
| adam_txt |
Contents
List of figures xvii
List of tables Xxi
About the author Xxiii
Preface x.vr
PART I MANAGING PEOPLE
1 Human resource management 3
Human resource management defined 3; Human resource system 4;
Models of HRM 5; Aims of HRM 8; Policy goals of HRM 10;
Characteristics of HRM 11; Reservations about HRM 15; HRM and
personnel management 18; How HR impacts on organizational
performance 20; HRM in context 24
2 Human capital management 29
Human capital management defined 29; 1 luman capital management
and human resource management 30; The concept of human capital 33;
Human capital management: practice and strategy 36; Human capital
measurement 37; Human capital reporting 47
3 Role of the HR function 53
The overall role of the HR function 54; The role of HR in facilitating and
managing change 54; Variations in the practice of HR 56; Organizing the
HR function 57; Marketing the HR function 59; Preparing, justifying and
protecting the HR budget 60; Outsourcing HR work 61; Shared HR
services 63; Using management consultants 64; Evaluating the HR
function 66
4 The role of the HR practitioner 71
The basic roles 71; Models of the practitioners of HR 76; Gaining support
and commitment 81; Ethical considerations 84; Professionalism in HRM
85; Ambiguities in the role of HR practitioners 87; Conflict in the HR
contribution 88; The competencies required by HR professionals 89
5 Role of the front-line manager 93
The basic role 93; The line manager and people management 94; The
respective roles of HR and line management 95; The line manager's role
in implementing HR policies 97; How to improve front-line managers as
people managers 98
6 International HRM 99
International HRM defined 99; Issues in international HRM 99;
International organizational models 100; Convergence and
divergence 101; Cultural diversity 102; Think globally and act
locally 104; International HR policies 104; Managing expatriates 104
PART II HUMAN RESOURCE MANAGEMENT PROCESSES
7 Strategic HRM 113
The concept of strategy 113; Strategic HRM defined 115; Aims of
strategic HRM 116; Approaches to strategic HRM 117; Implementing
strategic HRM 121
8 HR strategies 123
HR strategies defined 123; Purpose 124; The distinction between
strategic HRM and HR strategies 124; Types of HR strategies 124;
Criteria for an effective HR strategy 129
Contents vii
9 Developing and implementing HR strategies 131
Propositions about the development process 132; Levels of strategic
decision-making 132; Strategic options and choices 133; Approaches
to HR strategy development 134; Methodology for strategy
development 140; Conducting a strategic review 141; Setting out the
strategy 143; Implementing HR strategies 143
10 HRM policies 147
What human resource policies are 147; Why have HR policies 147; Do
policies need to be formalized? 148; HR policy areas 148; Formulating
HR policies 156; Implementing HR policies 157
11 Competency-based HRM 159
Types of competencies 160; Competency frameworks 161; Reasons for
using competencies 163; Coverage of competencies 164; Use of
competencies 165; Developing a competency framework 167; Defining
technical competencies 169; Keys to success in using competencies 169;
Emotional intelligence 170
12 Knowledge management 173
Knowledge management defined 174; The concept of knowledge 175;
The purpose and significance of knowledge management 176;
Approaches to knowledge management 176; Knowledge management
systems 178; Knowledge management issues 178; The contribution of
HR to knowledge management 180
13 Analysing roles, competencies and skills 181
Role analysis 187; Competency analysis 193; Skills analysis 198
PART III WORK AND EMPLOYMENT
14 The nature of work 205
What is work? 205; Theories about work 206; Organizational factors
affecting work 208; Changing patterns of work 210; Unemployment 212;
Attitudes to work 212; Job-related well-being 212
15 The employment relationship 215
The employment relationship defined 215; Nature of the employment
relationship 215; Basis of the employment relationship 217; Defining the
employment relationship 217; Significance of the employment
relationship concept 218; Changes in the employment relationship 218;
Managing the employment relationship 218; Trust and the employment
relationship 220
16 The psychological contract 225
The psychological contract defined 225; The significance of the
psychological contract 227; The nature of the psychological contract 228;
How psychological contracts develop 229; The changing nature of the
psychological contract 231; The state of the psychological contract 233;
Developing and maintaining a positive psychological contract 234; The
state of the psychological contract 2004 235
PART IV ORGANIZATIONAL BEHAVIOUR
17 Characteristics of people 239
Individual differences 239; Attitudes 244; Influences on behaviour
at work 244; Attribution theory - how we make judgements about
people 245; Orientation to work 246; Roles 247; Implications for HR
specialists 248
18 Motivation 251
The process of motivation 252; Types of motivation 253; Motivation
theory 254; Instrumentality theory 254; Content (needs) theory 255;
Process theory 258; Herzberg's two-factor model 262; The relationship
between motivation, job satisfaction and money 263; Job satisfaction 264;
Motivation and money 267; Motivation strategies 268
19 Organizational commitment and engagement 271
The concepts of commitment and engagement 271; Organizational
commitment 273; Influences on commitment and employee
satisfaction 279; Engagement 281
Contents ix
20 How organizations function 283
Basic considerations 283; Organization theories 283; Organization
structure 288; Types of organization 289; Organizational processes 292
21 Organizational culture 303
Definitions 303; The significance of culture 305; How organizational
culture develops 306; The diversity of culture 306; The components of
culture 307; Classifying organizational culture 309; Assessing
organizational culture 311; Measuring organizational climate 312;
Appropriate cultures 313; Supporting and changing cultures 314
PART V ORGANIZATION, DESIGN AND DEVELOPMENT
22 Organization design 319
The process of organizing 319; Aim 320; Conducting organization
reviews 321; Organization analysis 321; Organization diagnosis 322;
Organization planning 324; Responsibility for organization design 325
23 Job design and role development 327
Jobs and roles 327; Factors affecting job design 328; Job design 330; Job
enrichment 332; Self-managing teams 333; High-performance work
design 334; Role development 334
24 Organizational development, change and transformation 337
What is organizational development? 337; Organization
development 338; Change management 343; Organizational
transformation 352; Development and change processes 355
PART VI PEOPLE RESOURCING
People resourcing defined 359; People resourcing and HRM 359;
Plan 361
25 Human resource planning 363
The role of human resource planning 363; Aims of human resource
planning 368; The process of human resource planning 368; Resourcing
strategy 371; Scenario planning 372; Estimating future human resource
requirements 373; Labour turnover 375; Action planning 382; The
contribution of HR to human resource planning 388
26 Talent management 389
Talent management defined 390; The elements of talent
management 390; Creating a great place to work 394; Attraction
strategies 395; Retention strategies 397; Career management 399;
Talent management for knowledge workers 407; Talent management
in practice 407
27 Recruitment and selection 409
The recruitment and selection process 409; Defining requirements 409;
Attracting candidates 414; Advertising 416; E-recruitment 420;
Outsourcing recruitment 423; Educational and training
establishments 424; Application forms 425; Sifting applications 425;
Selection methods 429; Types of interviews 430; Assessment centres 430;
Graphology 431; Choice of selection methods 432; Improving the
effectiveness of recruitment and selection 432; References,
qualifications and offers 434; Final stages 436
28 Selection interviewing 439
Purpose 439; Advantages and disadvantages of interviews 440;
The nature of an interview 441; Interviewing arrangements 442;
Preparation 443; Timing 444; Planning and structuring interviews 444;
Interviewing approaches 445; Interview techniques - starting and
finishing 450; Interviewing techniques - asking questions 450; Selection
interviewing skills 457; Coming to a conclusion 458; Dos and don'ts of
selection interviewing 459
29 Selection tests 461
Psychological tests: definition 461; Purpose of psychological tests 461;
Characteristics of a good test 462; Types of test 463; Interpreting test
results 467; Choosing tests 468; The use of tests in a selection
procedure 468
30 Introduction to the organization 471
Induction defined 471; Why taking care about induction is important 472;
Reception 473; Documentation 474; Company induction - initial
briefing 475; Introduction to the workplace 475; Formal induction
courses 476; On-the-job induction training 477
Contents xi
31 Release from the organization 479
General considerations 479; Redundancy 482; Outplacement 485;
Dismissal 487; Voluntary leavers 490; Retirement 490
PART VII PERFORMANCE MANAGEMENT
32 The basis of performance management 495
Performance management defined 495; Aims of performance
management 496; Characteristics of performance management 496;
Understanding performance management 497; Guiding principles of
performance management 499; Performance appraisal and performance
management 500; Views on performance management 500
33 The process of performance management 503
Performance management as a process 503; Performance management as
a cycle 503; Performance agreements 504; Managing performance
throughout the year 508; Reviewing performance 509; Rating
performance 512; Dealing with under-performers 515; Introducing
performance management 517
34 360-degree feedback 521
360-degree feedback defined 521; Use of 360-degree feedback 522;
Rationale for 360-degree feedback 523; 360-degree feedback -
methodology 524; Development and implementation 526; 360-degree
feedback - advantages and disadvantages 527; 360-degree feedback -
criteria for success 528
PART VIII HUMAN RESOURCE DEVELOPMENT
35 Strategic human resource development 533
Strategic HRD defined 533; Strategic HRD aims 534; Components of
HRD 534; HRD and HRM 535; The process of learning and
development 535; Strategies for HRD 536; Human resource development
philosophy 537
36 Organizational learning and the learning organization 539
Organizational learning 540; The learning organization 543
37 How people learn 549
Learning defined 549; The learning process 550; Learning theory 550;
Learning styles 552; Learning to learn 554; The learning curve 554; The
motivation to learn 555; The implications of learning theory and
concepts 556
38 Learning and development 559
Learning 559; Development 570; Training 575
39 E-learning 583
What is e-learning? 583; Aim of e-learning 584; The technology of
e-learning 584; The e-learning process 585; The business case for
e-learning 586; Developing e-learning processes 588
40 Management development 591
Aims of management development 592; Management development:
needs and priorities 592; The requirements, nature and elements of
management development 593; Management development activities 594;
Approaches to management development 596; Emotional intelligence
and leadership qualities 602; Responsibility for management
development 603
41 Formulating and implementing learning and development strategies 607
Making the business case 607; Developing a learning culture 609;
Identifying learning needs 610; Planning and implementing learning and
development programmes 612; Evaluation of learning 615
PART IX REWARDING PEOPLE
42 Reward management 623
Reward management defined 623; The aims of reward management 624;
The philosophy of reward management 624; The elements of reward
management 625; Total reward 629; Reward management for directors
and executives 634; Reward management for sales staff 636; Paying
manual workers 636
Contents xiii
43 Strategic reward 643
Reward strategy defined 643; Why have a reward strategy? 644; The
structure of reward strategy 644; The content of reward strategy 645;
Guiding principles 649; Developing reward strategy 649; Components of
an effective reward strategy 651; Reward strategy priorities 652;
Examples of reward strategies 653; Implementing reward strategy 656;
Reward strategy and line management capability 657
44 Job evaluation 659
Job evaluation defined 660; Analytical job evaluation 660; Non-analytical
job evaluation 664; The incidence of job evaluation 666; Computer-
assisted job evaluation 667; Criteria for choice 668; The case for and
against job evaluation 671; Designing a point-factor job evaluation
scheme 672; Conclusions 679
45 Market rate analysis 681
Purpose 681; The concept of the market rate 681; The information
required 682; Job matching 682; Presentation of data 683; Sources of
information 683
46 Grade and pay structures 689
Grade structure defined 689; Pay structure defined 690; Guiding
principles for grade and pay structures 690; Types of grade and pay
structure 691; Designing grade and pay structures 698
47 Contingent pay 707
Contingent pay defined 708; The incidence of contingent pay 708; The
nature of individual contingent pay 709; Individual contingent pay as a
motivator 709; Arguments for and against individual contingent pay 710;
Alternatives to individual contingent pay 712; Criteria for success 713;
Performance-related pay 713; Competence-related pay 714;
Contribution-related pay 716; Skill-based pay 718; Service-related
pay 720; Choice of approach 721; Readiness for individual contingent
pay 721; Developing and implementing individual contingent pay 724;
Team-based pay 724; Organization-wide schemes 725
48 Employee benefits, pensions and allowances 729
Employee benefits 729; Occupational pension schemes 731; Allowances
and other payments to employees 734
49 Managing reward systems 737
Reward budgets and forecasts 737; Evaluating the reward system 739-
Conducting pay reviews 740; Control 744; Reward procedures 745"
Responsibility for reward 746; Communicating to employees 748
PART X EMPLOYEE RELATIONS
Employee relations defined 751; Plan 752
50 The framework of employee relations 753
The elements of employee relations 754; Industrial relations as
a system of rules 754; Types of regulations and rules 755; Collective
LTs^Q7? JhtT r^ ^ PlUraliSt Vi6WS 758; The ^conciliation of
d"5?TtHKM "t C°UeCtiViSm 759; Vol-ta-m and its
dechne 759 The HRM approach to employee relations 761; The context
of mdutnal relations 762; Developments in industrial relations 763; The
SateO771 ° rdatiOnS ^ R°Ie °f ^ HR fonrtion in emPloy-
51 Employee relations processes
Emn!ovee "I3!'0118 P1°HCieS ^ EmpI°yee relations s^te§-s 778; ^
Employee relations climate 779; Union recognition and
emXS 781; C°UeCtiVe barg3ining ™Se™ntS ^ ^formal
employee relations processes 788; Other features of the industrial
wS TT ^ Managing With trade ™^» 791; Manag nT
without trade unions 792 viaiwgmg
52 Negotiating and bargaining
Contents xv
53 Employee voice 807
The concept of employee voice 807; Involvement and participation 808;
Purposes of employee voice 808; The framework for employee voice 808;
Expression of employee voice 809; Factors affecting choice 810; Forms of
employee voice 810; Joint consultation 811; Attitude surveys 812;
Suggestion schemes 814; Planning for voice 815
54 Communications 817
Communication areas and objectives 819; Communications strategy 819;
Communication systems 821
PART XI HEALTH, SAFETY AND WELFARE
55 Health and safety 829
Managing health and safety at work 830; The importance of health
and safety in the workplace 830; Benefits of workplace health
and safety 831; Health and safety policies 832; Conducting risk
assessments 833; Health and safety audits 836; Safety inspections 838;
Occupational health programmes 838; Managing stress 839; Accident
prevention 841; Measuring health and safety performance 841;
Communicating the need for better health and safety practices 842;
Health and safety training 843; Organizing health and safety 843
56 Welfare services 845
Why provide welfare services? 845; What sort of welfare services? 847;
Individual services 848; Group welfare services 851; Provision of
employee welfare services 851; Internal counselling services 852;
Employee assistance programmes 852
PART XII EMPLOYMENT AND HRM SERVICES
57 Employment practices 857
Terms and conditions and contracts of employment 858; Mobility
clauses 860; Transfer practices 860; Promotion practices 861; Flexible
working 862; Attendance management 863; Equal opportunity 866;
Ethnic monitoring 867; Managing diversity 868; The Data
Protection Act 869; Sexual harassment 870; Smoking 872; Substance
abuse at work 873; Bullying 873; AIDS 874; E-mails 874; Work-life
balance 875
58 HRM procedures 879
Grievance procedure 880; Disciplinary procedure 881; Capability
procedure 883; Redundancy procedure 885
59 Computerized human resource information systems 889
Benefits of a computerized human resource information system 890;
HR information strategy 890; The functions of a computerized HR
system 891; The technical infrastructure 892; Rating of system
features 892; An effective system 893; Problems and how to deal with
them 894; Developing a computerized HR information system 895;
Applications 899; Auditing the system 906
Appendix: Example of an attitude survey 907
References 921
Subject index 953
Author index 977
List of figures
0.1 Route map xxvi
0.2 Relationship between aspects of people management 2
1.1 HRM activities 5
1.2 The Human Resource Cycle 6
1.3 The Harvard Framework for Human Resource Management 7
1.4 Model of the link between HRM and performance 23
2.1 The Sears Roebuck Model: Employee-Customer-Profit chain 41
2.2 The balanced scorecard 43
2.3 The EFQM model 44
2.4 Human capital external reporting framework 49
2.5 Human capital reporting dashboard for area managers: Nationwide 51
4.1 Types of personnel management 78
4.2 The changing role of the HR practitioner 79
9.1 Strategic review sequence 142
13.1 Example of a role profile 192
15.1 Dimensions of the employment relationship 216
16.1 A model of the psychological contract 230
18.1 The process of motivation 253
18.2 Motivation model 260
20.1 Channels of communication within groups 294
25.1 The process of human resource planning 370
List of tables
1.1 Similarities and differences between HRM and personnel management 19
1.2 Outcomes of research on the link between HR and organizational
performance 21
4.1 Competency framework for HR professionals 90
4.2 Key competency areas 91
9.1 Linking HR and competitive strategies 136
9.2 HRM best practices 137
11.1 Incidence of different competency headings 162
14.1 Feelings at work 213
16.1 Job satisfaction 235
18.1 Summary of motivation theories 256
18.2 Motivation strategies 269
19.1 The Hay Group model of engaged performance 282
25.1 Survival rate analysis 378
25.2 Leavers by length of service 380
32.1 Performance appraisal compared with performance management 501
37.1 The implications of learning theory and concepts 557
38.1 Characteristics of formal and informal learning 565
41.1 Use of learning activities 615
41.2 Use of evaluation tools 619
42.1 Economic theories explaining pay levels 626
42.2 Summary of payment and incentive arrangements for sales staff 637
42.3 Comparison of shopfloor payment-by-result schemes 639
43.1 Examples of reward strategies and their derivation 656
44.1 Comparison of approaches to job evaluation 669
45.1 Summary of sources of market data 686
46.1 Summary analysis of different grade and pay structures 699
47.1 Comparison of individual contingent pay schemes 722
50.1 Contrasting dimensions of industrial relations and HRM 761
54.1 Communication areas and objectives 820
59.1 Computer system problems and solutions 894 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Armstrong, Michael 1928- |
| author_GND | (DE-588)13143683X |
| author_facet | Armstrong, Michael 1928- |
| author_role | aut |
| author_sort | Armstrong, Michael 1928- |
| author_variant | m a ma |
| building | Verbundindex |
| bvnumber | BV021581568 |
| callnumber-first | H - Social Science |
| callnumber-label | HF5549 |
| callnumber-raw | HF5549.17 |
| callnumber-search | HF5549.17 |
| callnumber-sort | HF 45549.17 |
| callnumber-subject | HF - Commerce |
| classification_rvk | CW 4700 QV 570 QV 578 |
| ctrlnum | (OCoLC)266081613 (DE-599)BVBBV021581568 |
| dewey-full | 658.3 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.3 |
| dewey-search | 658.3 |
| dewey-sort | 3658.3 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| edition | 10. ed. |
| format | Book |
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| illustrated | Illustrated |
| index_date | 2024-07-02T14:41:47Z |
| indexdate | 2024-07-09T20:39:09Z |
| institution | BVB |
| isbn | 0749446315 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014797219 |
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| physical | XXVI, 979 S. graph. Darst. |
| publishDate | 2006 |
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| publisher | Kogan Page |
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| spelling | Armstrong, Michael 1928- Verfasser (DE-588)13143683X aut A handbook of human resource management practice Michael Armstrong Human resource management practice 10. ed. London [u.a.] Kogan Page 2006 XXVI, 979 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. [911]-951) and indexes Personalpolitik (DE-588)4045269-4 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Personalwesen (DE-588)4076000-5 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s DE-604 Führung (DE-588)4018776-7 s Personalpolitik (DE-588)4045269-4 s 2\p DE-604 Personalwesen (DE-588)4076000-5 s 3\p DE-604 Bis 6. Auflage Armstrong, Michael A handbook of personnel management practice http://www.loc.gov/catdir/toc/ecip047/2003016728.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014797219&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Armstrong, Michael 1928- A handbook of human resource management practice Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd Personalwesen (DE-588)4076000-5 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| subject_GND | (DE-588)4045269-4 (DE-588)4018776-7 (DE-588)4076000-5 (DE-588)4240300-5 (DE-588)4121465-1 (DE-588)4123623-3 |
| title | A handbook of human resource management practice |
| title_alt | Human resource management practice |
| title_auth | A handbook of human resource management practice |
| title_exact_search | A handbook of human resource management practice |
| title_exact_search_txtP | A handbook of human resource management practice |
| title_full | A handbook of human resource management practice Michael Armstrong |
| title_fullStr | A handbook of human resource management practice Michael Armstrong |
| title_full_unstemmed | A handbook of human resource management practice Michael Armstrong |
| title_old | Armstrong, Michael A handbook of personnel management practice |
| title_short | A handbook of human resource management practice |
| title_sort | a handbook of human resource management practice |
| topic | Personalpolitik (DE-588)4045269-4 gnd Führung (DE-588)4018776-7 gnd Personalwesen (DE-588)4076000-5 gnd Humanvermögen (DE-588)4240300-5 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Personalpolitik Führung Personalwesen Humanvermögen Personalentwicklung Lehrbuch |
| url | http://www.loc.gov/catdir/toc/ecip047/2003016728.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014797219&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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